In Organizational Change, contrast to stress management training and EAP Programmes, reduce Job stress by bringing in a consultant to recommend ways to improve working conditions. This approach is the most direct way to reduce stress at work. It involves the identification of stressful aspects of work; (e.g., excessive workload, conflicting expectations) and the design of strategies to reduce or eliminate the identified stressors. The advantage of this approach is that it deals directly with the root causes of stress at work. However, managers are sometimes uncomfortable with this approach because it can involve changes in work routines or production schedules; or changes in the organizational structure.
What are Steps toward Prevention in organizational change?
Step:1 Identify the Problem
The best method to explore the scope and source of a Suspected stress problem in an organization depends partly on Organizational ne size of the organization and the available resources. Group discussions among managers, labour representatives, and employees can provide rich sources of information, Such discussions may be all that needed to track down and remedy stress problems in a small company. In a larger organization, such discussions used to help design formal surveys for gathering input about stressful job condition from large numbers of employees.
Regardless of the method used to collect da information should be obtained about employee perceptions of their job conditions ar can perceived levels of stress, health, and satisfaction. The list of job conditions that may a to stress and the warning signs and effects of stress provide good starting points deciding what information to collect. Objective measures such as absenteeism, illness a turnover rates, or performance problems can also be examined to gauge the presence a scope of job stress. However, these measures are only rough indications of job stress best.
Step:2Design and Implement Interventions
Once the sources of stress at work have identified and the scope of the problem understood, the stage set for design and implementation of an intervention strategy. In small organizations, the informal discussions that helped identify stress problems may also produce fruitful ideas for prevention. In large organizations, a more formal process may needed. Frequently, a team asked to develop recommendations based on analysis of data Organizational Change-solution experts.
Certain problems, such as a hostile work environment; may be pervasive from Step 1 and consultation with outside organization and require company-wide Interventions. Other problems such as excess workload may exist only in some departments; thus require more narrow solutions as redesign of the way a job performed. Still other problems may be specific to certain employees and resistant to any kind of organizational change; calling instead for stress management or employee assistance interventions. Some intervention g implemented rapidly (e.g., improved communication stress management training), but others may require additional time to put into place (E.g., redesign of a manufacturing process).Before any intervention occurs, employees should informed about actions that will taken and when they will occur. A kick-off event, such as an all-hands meeting, is useful for this purpose.
Step:3 Evaluate the Interventions
Evaluation is an essential step in the intervention process. Evaluation is necessary to determine whether the intervention is producing desired effects and whether changes in direction are needed. Time frames for evaluating interventions should established. Interventions involving organizational change should receive both short- and long-term scrutiny. Short-term evaluations might done quarterly to provide an early indication of program effectiveness or possible need for redirection. Many interventions produce initial effects that do not persist. Long-term evaluations often conducted annually and necessary to determine whether interventions produce lasting effects.